FISCAL RECOVERY PLAN FOR FISCAL YEAR
2005-06
|
Adjust Teacher Staffing as a Result of
Lower Enrollment |
$
286,620 |
|
The district hired 5.0 ftes less than
projected as a result of lower enrollment.
Completed in the current year and will be carried forward |
|
|
into 2005-06. NON-NEGOTIABLE |
|
|
Implement the Mega-Item Transfer
Provision |
$
55,000 |
|
State law allows transfer of funds from
certain categorical programs to |
|
|
others.
The result is less encroachment on the general fund. Completed in the current year and will be carried
forward into 2005-06. |
|
|
NON-NEGOTIABLE |
|
|
Eliminate a Carpenter Position |
$
67,319 |
|
The vacant position will not be filled
as a result of implementing the hiring freeze. Completed in the current year and will be
carried forward |
|
|
into 2005-06. EFFECTS--NEGOTIABLE |
|
|
Transfer Expenses to Restricted Programs |
$
102,094 |
Allowable
charges to categorical sources for personnel will be maximized.
Director: $47,450
Teacher Specialist: 17,261
Personnel Manager: 19,947
Charges to
Title II: $ 84,658
Accounting Manager: $17,436
Charges to
Title I: $ 17,436
Grand
Total: $ 102,094
Completed
in the current year and will be carried forward into 2005-06.
NON-NEGOTIABLE
|
Implement a Spending Freeze in the
District Office Only |
$
100,000 |
|
To be implemented in the current year
04-05. NON-NEGOTIABLE |
|
|
Implement a Hiring Freeze Districtwide |
$
100,000 |
All
vacancies that happen during the year will be reviewed by the Executive
Cabinet
(Dr. Nishino, Rose, Dailey, Legaspi)
Each
vacancy will be reviewed on a case-by-case-basis. One of three actions
will be taken: 1) fill position with a
permanent employee; 2) fill position with
a substitute employee; or 3)
leave position vacant. To be implemented in the
current year 04-05. This amount is considered soft and will not be known until
the end of the year. NON-NEGOTIABLE
Alameda
FISCAL RECOVERY PLAN FOR FISCAL YEAR 2005-06
Page 2
|
Reduce Use of Substitute Custodians |
$
40,000 |
To be implemented
in the current year 04-05. A change has been made in
the
Warehouse area which will allow us to reduce substitute expenditures.
A
Workers’ Compensation situation forced double manning of a position.
This
position has been eliminated and with it the need for double manning.
The
revised position is at a lower range and does not require the additional
manning.
In
addition, use of substitute custodians will be reduced during summer clean-
up. By scheduling vacations and adjusting
cleaning schedules, the summer
substitutes can be reduced. EFFECTS--NEGOTIABLE
|
Reduce Energy Use by 5% |
$
40,000 |
To be implemented in the current year
04-05. Working with
Power and Telecom, we have
created a list of energy conservation tips.
These tips will be forwarded
to principals for implementation wherever
possible. Some will be implemented by MOF personnel and
others
can
be done by site personnel.
Quarterly
reports will be provided to the schools to allow them to see the
effectiveness of their efforts. This amount is
considered soft and will not
be known until the end of the year. NON-NEGOTIABLE
|
Reduce Overtime |
$
20,000 |
To be implemented in the current year
04-05. All scheduled overtime
must be preapproved by the Chief
Financial Officer or his designee.
The exception would be
overtime resulting from the use of facilities by
outside groups who are charged for
the overtime cost.
Alternatives
to overtime will also be examined.
NON-NEGOTIABLE
|
Increase Revenue by Increasing
Attendance by 1% |
$
482,300 |
Can be implemented in
the current year 04-05. Below are examples of
programs that school sites can implement.
High
School-Procedures for Improving Attendance:
The attendance office is responsible for
the following procedures and under
the supervision of the vice-principal the
following will be areas of focus.
Teachers will be encouraged to call home
and make parental contact. Counselors
will be given regular attendance reports and
meet with those students with
excessive absences.
FISCAL RECOVERY PLAN FOR FISCAL YEAR 2005-06
Page 3
Vice principals will use the attendance
report to make home contacts, scheduling
conferences, implementing a behavior support plan,
and make referrals to SART,
SARB, and/or counseling
services.
Middle
School- Improve Attendance and Enrollment:
Keeping in mind the psychology of the middle
school student, all ideas must
involve some sort of peer interaction without
drawing too much attention to
the
government sponsor at a middle school resulted in
the following ideas:
will receive some kind of recognition for
perfect attendance on a
themed spirit day
bash which can be funded by a combination of
student body funds
and the PTA.
the
entire year will receive a ticket for a free dance. The dance can be
funded in
the following way: each school already
sponsors dances
that use
the services of local DJ’s. Those dances
are placed on the
school
calendar well in advance. If the school were
willing to contract
a DJ for
all of the dances in advance, then they should be able to
negotiate
a free dance for the four or five that are paid. We are able to
use this
type of leverage at
at other schools
In addition to the above ideas, the
community can and should be involved:
businesses
as advertisers and publish the names of all middle school
students
who have perfect attendance in the District over a given amount
of time.
some
other item, possible with purchase) to the students whose names
are
published.
will more than likely use their coupons with
their friends or family.
attendance.
Marketing
Against Private Schools (AUSD loses enrollment going
into 6th grade):
Administrators often meet with parents who
live in the attendance area and
whose children attend private schools. All of these parents share a common
concern about private schools:
schools
FISCAL RECOVERY PLAN FOR FISCAL YEAR 2005-06
Page 4
The District needs to begin to actively
pursue these children. Here are a few
ideas
as to how this might be accomplished:
Alameda Unified schools.
tours and opportunities to observe the school
in action.
students
who are not a part of the public system, e.g. we might be able to draw
students
away from the
classes
on site as an after-school program.
Elementary
School-Attendance Procedures and Incentives:
Classroom recognition All Here attendance program:
Students must be in their lines on the
yard and ready to start the school
day by 8:20 when the freeze bell rings to be
considered on time.
submits the teacher name and class room number to
the principal
Once students have their first All Here, beads and a string are given
to the teacher:
bead for each day
submits
the teacher name and classroom number to the principal
This is repeated for 20 days, 30 days, 40
days, etc.
In order to add
every day, we have developed the following
attendance (no tardies, missed school or absences):
Attendance assemblies are held within 5
days of each benchmark:
when their grade level is presented.
cheers and claps, receives the individual certificate
and award, and the
teachers and principal shake hands
grade level
This is repeated at each attendance
assembly. Some parents attend the
assemblies.
FISCAL RECOVERY PLAN FOR FISCAL YEAR 2005-06
Page 5
Parent letters, notes in the weekly
newsletter, PTA correspondence, etc. are
sent home every
programs, importance of on-time, 100%
attendance. Below is the recognition
information given to all students and families:
Ø 50 consecutive school days: Certificate of
Attendance, Pencil
Ø 100 consecutive school days: Certificate
of Attendance, Attendance pin
Ø 150 consecutive school days: Certificate
of Attendance, Lunch with principal
Ø 180 consecutive school days (all year
without missing):
Certificate of
Attendance, Pass to nearby amusement park/zoo
*money
comes from student body funds and PTA donations. **Certificates come
from Lifetouch and
are free
NON-NEGOTIABLE
|
Utilize Measure C Funds for Equipment Purchases |
$
191,941 |
|
Equipment purchases currently budgeted
under the General Fund |
|
|
will be transferred to Measure C. NON-NEGOTIABLE |
|
|
Utilize Measure C Funds for Certain Administrative Expenditures |
$
76,000 |
|
Certain administrative oversight
expenses could be charged to Measure C. |
|
This would only be effective through the
life of the Measure C bonds.
confirming that local agencies may use Prop 39 bond funds to pay school
district employees to the extent they provide administrative oversight.
This
includes monitoring contracts and project funding, overseeing
construction progress, and performing overall project management and
accounting that facilitates timely completion of the construction project.
NON-NEGOTIABLE
|
Reduce Maintenance/Operations/Facilities
(MOF) Staffing |
$
24,000 |
|
Staff will implement a reduction of
$24,000. EFFECTS-NEGOTIABLE |
|
|
Eliminate the Summer Differential Pay
for Custodians |
$
26,775 |
|
Eliminate the night differential pay
custodians receive during the |
|
summer when they work during the day. NEGOTIABLE
|
Reduce Clerical Staffing at Encinal High
School |
$
63,517 |
|
The number of clerical staff will be
determined using enrollment as the |
|
basis.
EHS will be adjusted by 2.0 fte's.
The
Encinal clerical staffing
ratio will be adjusted using AHS
ratio as the base line. The Principal
will determine the reduction of
2.0 ftes or 15 hours per day.
EFFECTS--NEGOTIABLE
FISCAL RECOVERY PLAN FOR FISCAL YEAR 2005-06
Page 6
|
Reduce Health Clerks Districtwide |
$
34,826 |
|
Staff will implement the reduction by
assigning a uniform number of |
|
hours per day.
Staffing
ratios will be adjusted to the following hours:
Elementary: 3 hrs per day; Middle School: 5 hrs per day; High Schools:
6 hrs per day. This adjustment can be done
administratively during the budget
development process. NON-NEGOTIABLE
|
Reduce District Office Clerical Support |
$
74,305 |
Staff will reduce the clerical support
staff by 2.0 fte's; 1.0 fte from
instructional and 1.0 fte from non-instructional. Each department/program
manager will be requested to identify
reductions in their clerical support
staff. The manager will determine the level of cuts (ftes)
and the corres-
ponding services that will be
eliminated as a result of the cut. The
goal is
a minimum of 2.0 ftes for the
entire district office. EFFECTS--NEGOTIABLE
|
Reconfigure Child Nutrition/Kitchen
Manager Position |
$
14,026 |
|
Staff will reconfigure the Kitchen
Manager position to reflect changes in |
|
responsibilities.
EFFECTS—NEGOTIABLE
|
Reduce English Language Development (ELD)
Expenditures |
$
70,000 |
|
Staff will implement a reduction of
$70,000. EFFECTS--NEGOTIABLE |
|
|
Reduce Independent Study Teachers by .50
fte |
$
28,500 |
Staff will reduce the .50 fte through
maximizing of student loads.
Teacher
workload would be maximized.
Independent
study students would have to be
students being referred to
program at all. EFFECTS--NEGOTIABLE
|
Reduce Teacher Staffing at Second Semester |
$
114,648 |
|
Teaching staff will be reduced
proportionately when enrollment declines |
|
|
at second semester. Estimated at 2.0
fte's. EFFECTS--NEGOTIABLE |
|
|
Reduce Counselors by 4.0 fte's. |
$
228,000 |
|
Staff will implement a total reduction
of 4.0 ftes in the Middle and |
|
High Schools. District Head Counselor: 1.0 fte
AHS: 2.5
ftes
EHS: 2.0
ftes
Wood: .5 fte
Chipman:
.6 fte
EFFECTS—NEGOTIABLE
FISCAL RECOVERY PLAN FOR FISCAL YEAR 2005-06
Page 7
|
Assign 1 Principal to 2 Schools |
$
106,568 |
One principal will be assigned to two
small elementary schools.
Recommendation: Highly recommend the following
feasibility criteria
be
considered as implementation criteria.
including special education.
responsibilities.
Recommendation
Process Steps:
consolidation.
possible in the
process.
NON-NEGOTIABLE
|
|
$
299,000 |
|
The district will close an elementary
school as a result of losing over 300 |
|
|
students from the apartment closure. Savings from principal, secretary, clerks, custodian and teacher (1.0 fte). |
|
Current
numbers in
a
school based on the following feasibility criteria:
students to other schools.
can be accommodated at neighborhood schools based on home
address
of the students.
the result of closure of an elementary school can be
accommodated at
other
schools.
Recommended
Process Steps:
program prior to Board decision.
parent meeting.
of attendance and reassignment process.
(2)
Kindergarten (3) Open Enrollment pushed back
FISCAL RECOVERY PLAN FOR FISCAL YEAR 2005-06
Page 8
staff per contract provisions (CSEA, Local 1, ACSA, AEA)
instructional
materials reallocated based on enrollment
EFFECTS—NEGOTIABLE
|
Close Paden 6-8 Program |
$
57,000 |
|
The 6-8 Program will be closed and the
students moved back to their |
|
home schools.
Estimated savings of 1.0 fte.
Feasibility
Criteria:
a) Determine new zone for
school closure and the impact of increase
of
students to Paden and other schools.
b) Determine that students
projected for 6-8 at Paden can be accommo-
dated at
neighborhood schools based on home address of the students.
c) Determine that number of
students exiting and entering Paden as the
result of
closure of an elementary school can be accommodated at
Paden and/or other
schools.
Recommended
Process Steps:
program prior to Board decision.
parent meeting.
attendance and reassignment process.
(2)
Kindergarten (3) Open Enrollment pushed back
contract provisions (CSEA, Local 1, ACSA, AEA)
instructional materials reallocated based on enrollment
EFFECTS—NEGOTIABLE
|
Reduce Budget for Athletics in the High
and Middle Schools |
$
132,735 |
|
The athletics budget for coaches'
stipends will be reduced by 50%. The |
|
sites will decide how the reduction is to be
implemented.
High Schools – Last year’s expenditures
for stipends totaled $233,153.60.
With
a 50% reduction in expenditures, that amount would be reduced to
$116,576.80. This would provide for an
allocation of $58,288.40 for each
of
the two comprehensive high schools.
Middle Schools – Last year’s expenditures
for stipends totaled $33,249.91.
With
a 50% reduction in expenditures, that amount would be reduced to
$16,624.95. This would provide for an
allocation of $5,541.65 for each
of
the three middle schools.
EFFECTS—NEGOTIABLE
FISCAL RECOVERY PLAN FOR FISCAL YEAR 2005-06
Page 9
|
Reduce/Eliminate K-5 Preparation Time |
$
500,000 |
|
There are several options ranging from
$73K to $1.5 M. |
|
|
Option 1) Savings for 27 teachers @$55,000: $1,485,000 |
|
|
Option 2) Savings for 9 teachers:
$495,000 |
|
|
Option 3) Savings for 6 teachers:
$330,000 |
|
|
Option 4) Savings for 27 teachers:
$1,485,000 |
|
Option 5) Savings for 1 and 1/3 teachers: $73,150
Savings
through partial or complete elimination of elementary prep:
Option
1) Replace all
elementary preps with 45 minute common prep at the end
of
the school day
Option
2) Eliminate
one student-time prep—create two student-time preps and
two
common preps
Option
3) Change student-time preps to 45 minutes—add
another 45 minute
common
prep at the end of the school day
Option
4) Eliminate
elementary prep
Option
5) Eliminate
technology preps for
* Option
1 and Option 4 undermine reliable delivery of state-mandated PE
instruction; leave the Media Centers unsupervised; and
strike at a program
with strong public
support - M
** Option
2: Most but not all schools currently
have enough instructional minutes
to accommodate the second common prep – that is, we would
need to cut back
current
minutes. This will serio
time.
*** Option 2: Which program do we cut? M
****Option
3: Not only would new length of
instructional day (and instructional
minutes need to be
negotiated (see ** above), but recess and lunch schedules
will have to be adj
creating an unknown
cost in driving time.
*****Option
5: Undermines technology implementation
at elementary level. More
Media teachers will be working at multiple
sites, creating unknown costs in
driving time.
NEGOTIABLE
|
Eliminate Class Size Reduction @
Kindergarten |
$
83,990 |
|
The district will opt out of the K-3 CSR
Program saving the |
|
difference between the State income and District
costs.
|
Eliminate Class Size Reduction @ Grade 1 |
$
90,908 |
|
The district will opt out of the K-3 CSR
Program saving the |
|
difference between the State income and District
costs.
|
Eliminate Class Size Reduction @ Grade 2 |
$
83,296 |
|
The district will opt out of the K-3 CSR
Program saving the |
|
difference between the State income and District
costs.
|
Eliminate Class Size Reduction @ Grade 3 |
$
90,423 |
|
The district will opt out of the K-3 CSR
Program saving the |
|
difference between the State income and District
costs.
FISCAL RECOVERY PLAN FOR FISCAL YEAR 2005-06
Page 10
Difficulties:
* Class size reduction is one of
the items listed in Measure A.
* It is one of the district’s
attributes which is attractive to many parents.
It would
be difficult to estimate how many students we might lose to
private schools
without class size
reduction – which might create further loss of money.
* Class size reduction would need
to be negotiated, so that Personnel services
would need to
simultaneo
could be
accomplished by fall of 2005.
* We would probably lose many
new, and very dedicated teachers. We
might
also have
difficulty staffing math and science at the secondary levels.
* This minimizes attention to
“at-risk” students at an early and strategic stage
in their literacy
learning.
Positives:
* This plan (long-term) affects
all students, and programs equally.
Plan:
Personnel: Update seniority
list and evaluate individual teachers for possible lay-off.
AUSD negotiating team: Initiate negotiations regarding the class
size article.
Personnel: Notify site managers by the end of February
regarding teachers to be laid off.
Teachers
to be notified by the beginning of March.
Set up lay-off appeal
process for resolution of all cases by beginning of June.
AUSD Leadership: Set up public meetings at several locations
and dates around town
to review
Board’s decision and rationale for eliminating class size reduction.
Personnel: Establish process for cross-site teacher
transfers, and review credentialing to
satisfy
NCLB.
EFFECTS—NEGOTIABLE
|
Reduce the Encroachment by the WCDC
Program |
$
67,000 |
|
Staff will reduce the encroachment by
reducing expense or increasing income. EFFECTS--NEGOTIABLE |
|
|
Reduce the Encroachment by the Special
Ed Program by 5% |
$
180,000 |
|
Staff will implement a plan to reduce
the encroachment. EFFECTS--NEGOTIABLE |
|
|
Implement a 2 day furlough |
$
532,000 |
|
All employees will not work and will not
be paid for 2 days. This will |
|
not affect student minutes as there are
currently 2 non-teaching days.
NEGOTIABLE
|
Implement Reversion of COLA of 2.0% |
$
1,272,000 |
|
The 2.0 % is based on COLA given to
employees in 03/04 but taken |
|
|
back by the State through mid year
cuts. Reversion could be made on |
|
future COLAs.
NEGOTIABLE
FISCAL RECOVERY PLAN FOR FISCAL YEAR 2005-06
Page 11
|
Freeze Step and Column Salary Increase |
$
526,000 |
|
Step and Column Salary Increases for all
employees would be suspended |
|
for 1 year.
NEGOTIABLE
|
TOTAL: |
$6,260,791 |